Breaking Down the Silos

When we work in large organizations - and maybe even ones that are not so large - it seems inevitable that we will bump up against and be frustrated by a variety of internal barriers.  Perhaps most challenging is a silo mentality that builds up within an organization that causes departments and leaders to focus only on their individual goals and objectives often at the expense of the success of the larger enterprise.  To me it seems that this mentality breeds it's own self-fulfilling prophecy - in order for me/my department to "get ahead" I have to look out for number one first and foremost.  Over time, this behavior engenders more of the same from other parts of the organization.  Gradually, but inexorably, we become less trusting and less collaborative with each other working unconsciously (one would hope) to reduce the overall efficiency and effectiveness of our business enterprise.  We also collectively become more and more frustrated and disengaged.

A silo mentality does not just happen.  There is a leadership choice that plays out that gets an organization, its staff and its culture to this point.  Sometimes there can be a very deliberate and Machiavellian rationale to actively establishing such a perspective - competition amongst subordinates or between departments may actually be perceived as positive.  This type of calculation may suggest that competition encourages the cream to rise to the top.  Alternatively, there may be a perspective that if one's subordinates are so busy competing with each other they won't have time to position themselves for the next step up.  In these circumstances a silo mentality is created out of conscious intent.

In contrast, I have worked with leaders who just didn't want to devote the time and energy necessary to preventing or breaking down internal barriers.  In some cases they have take a defeatist attitude to this situation reasoning that in large organizations and by human nature there is must be some inevitable friction and inability to work entirely effectively together - people will be people.  Some leaders take this to an extreme suggesting that use of their time in refereeing disputes, managing conflicts and "babysitting" their leadership team is really beneath their station.  Quite frankly, I'm not sure what they think they are leading when they adopt this attitude.



There are a number of ways to either prevent or actively break down the silos and barriers that hinder organizational effectiveness.  They all require personal time, energy and leadership of the leader and his senior team.  While some leaders might downplay the utility of creating a unified vision for the organization and gaining consensus on key organizational values, I have always believed that The Vision and The Values of the organization were a necessary tool for setting common direction and holding true to that direction.  This helped to set clear guideposts by which performance, decisions and behaviors could be measured and evaluated on an ongoing basis.  To be effective in this regard it's not just a create them and put them on the shelf exercise.  It's effectively, consistently and continuously using the Vision and Values in decision-making.

Once the Vision and the Values are solidly established and understood, it's now time to reconfigure other elements of the organization in that light.  In particular, it's time to reconfigure how department performance is measured and evaluated and how individual performance is rewarded and recognized.  The old adage certainly holds true - both at a departmental and personal level - what gets measured gets managed.  Too often organizations can energetically engage in a comprehensive process to establish the Vision and establish its core Values but then fail to take the specific and concrete steps necessary to reinforce that commitment.  Changing up how departments, teams and individuals are evaluated and rewarded is one of the best - if not the best - way of signalling a need for change, including an emphasis on cross functional work.  Ultimately, there must also be a willingness to take the harshest of steps - termination of employment - if performance and behavior is not to the inherent or explicit standard established in the Vision and Values.

A silo mentality can be prevented and broken down.  Staff and leaders at various levels can have some impact on this by their own individual efforts.  However, there is no substitute for establishing and sustaining a collaborative organizational culture than the engagement of its senior leadership.  A silo mentality is not inevitable.  Leaders who understand and own their role will actively engage in and allow their organizations to reach their full potential.  It's not about about babysitting or refereeing.  It's about leadership. 
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Greg Hadubiak, MHSA, FACHE, CEC, PCC
TEC Canada Chair/Executive Coach/Senior Consultant
hadubiak@wmc.ca

Helping leaders realize their strengths and enabling organizations to achieve their potential through the application of my leadership experience and coaching skills. I act as a point of leverage for my clients. I AM their Force Multiplier.